Topologies of innovation networks in knowledge-intensive sectors: Sectoral differences in the access to knowledge and complementary assets through formal and informal ties

Evolving ICT and governance in organizational networks - Conceptual and theoretical foundations

“…Private sector firms increasingly tend to work together with other for-profit and non-profit organizations, forming together various types of organizational business networks (Short and Venkatraman 1992), innovation networks (Salavisa et al 2012), and even public-private networks (Grimsey and Lewis 2007). Majava et al (2013) identify several types of private sector networks, such as business networks, clusters, ecosystems, innovation hubs, keiretsu, and triple-helix, which differ in terms of members, goals, coordination, boundaries, change dynamism, nature of relationships, and role of knowledge.…”

“…Networks are particularly important as 'conduits' for moving and processing knowledge, and they gradually become the main 'locus' of combination of diverse knowledge and complementary resources, and creation of novel knowledge and innovation at a network level (Capaldo 2014;Mancinelli and Mazzanti 2009;Salavisa et al 2012;Zeng et al 2010). Networks offer substantial comparative advantages in coordinating knowledgeintensive activities at the inter-organizational level; their social mechanisms increase the propensity of network participants to share relevant information, to transfer knowledge across organizational boundaries, and to generate new knowledge.…”

“…Networks offer substantial comparative advantages in coordinating knowledgeintensive activities at the inter-organizational level; their social mechanisms increase the propensity of network participants to share relevant information, to transfer knowledge across organizational boundaries, and to generate new knowledge. Business networks have become particularly important in the modern economy due to a fundamental change in the way firms design and implement innovation: while previously this was predominantly an internal task, in the last decade it has increasingly become a more 'open' and collaborative process, involving extensive interactions with other cooperating firms, such as suppliers, customers, intermediaries, and also public agencies (Salavisa et al 2012;Zeng et al 2010). The participation of an organization in networks bring benefits like access to complementary resources and capabilities which are otherwise out of research, access to new markets and technologies, diversity of knowledge, and also opportunities to achieve economies of scale, to share the costs, investment and risks of firm's activities, and to cope with market, product and technological complexities (e.g.…”

“…The participation of an organization in networks bring benefits like access to complementary resources and capabilities which are otherwise out of research, access to new markets and technologies, diversity of knowledge, and also opportunities to achieve economies of scale, to share the costs, investment and risks of firm's activities, and to cope with market, product and technological complexities (e.g. Salavisa et al 2012;Zeng et al 2010)..…”

The commercialisation of emerging energy technologies: the strategic alliances of high-technology entrepreneurial firms

“…First of all we draw on the literature on technological entrepreneurship to identify the type of the resources that research based spin-offs are likley to search through external relationships and the type of partners they are likely to mobilise for that purpose. We focus on three main types of resources -knowledge, complementary assets and legitimacy (Sousa et al, 2012) -and drawing on the methodological contributions of the literature on social networks we trace the relationships established by the new firms in order to obtain them and investigate the nature and contents of these relationships. Our objective is to identify the resources that emerge as critical for to energy start-ups and the functions played by different types of actors in their access and deployment, during the creation and early development of the new firm.…”